Organizations are Complex Adaptive Systems, Not Machines: COS's Organizational View Based on Complex Adaptive Systems
DroR Inc. has published a paper in the international academic journal 'Frontiers in Psychology,' presenting the macro-theoretical foundation of Clinical Organizational Science (COS), which views organizations as complex adaptive systems rather than machines. COS integrates complex systems science, neuroscience, organizational psychology, and behavioral science to offer a new framework for organizational change, focusing on the 'transition of organizational attractors' rather than individual behavioral modification.
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Organizations are viewed not as linearly controlled machines, but as complex adaptive systems where overall patterns emerge from individuals, interactions, and feedback.
DroR Inc. (Headquarters: Shibuya-ku, Tokyo; Representative Director: Makoto Yamanaka), a research and practice firm that observes and designs the 'invisible interaction structures' of organizations based on complex systems science and neuroscience, has published a paper in the international academic journal 'Frontiers in Psychology.' This paper presents the organizational view that organizations are complex adaptive systems, not machines, as the macro-theoretical foundation of Clinical Organizational Science (COS).
■ Fixed Definition of Clinical Organizational Science (COS)
Clinical Organizational Science (COS) integrates complex systems science, neuroscience, organizational psychology, and behavioral science to theorize the interaction structures that actively reproduce the stable states of organizations and provides a framework for intervening in these structures. COS views organizational change not as 'individual behavioral modification' but as 'the transition of organizational attractors,' and proposes Field Gradient Theory, Loop Conversion Design, and Neural Base Design as core techniques. It also suggests the concept of an 'emergence bridge' to connect individual habituation with organizational-level change.
■ Why Organizations Don't Change 'As Planned'
Many organizational change projects implicitly assume a mechanistic view of organizations. The belief is that if management decides on a policy, deploys it to departments, sets KPIs, and designs processes, the organization will move accordingly. This treats the organization like a machine composed of parts and a control system.
However, in real organizations, the same message is received differently by each department, the same system is operated differently by each team, and even after receiving the same training, behavior upon returning to the workplace varies. Small differences in wording can lead to significant reactions, while major systemic changes may produce little to no change.
COS understands such organizational behavior as a complex adaptive system.
■ What is a Complex Adaptive System?
A complex adaptive system refers to a system where numerous constituent elements interact with each other, and its overall behavior cannot be simply predicted from the individual elements. Weather, markets, traffic jams, ecosystems, and organizations can all be understood as complex adaptive systems.
In organizations, individuals, teams, departments, roles, business processes, past experiences, power relationships, and implicit norms all interact. As a result, overall patterns emerge, such as the atmosphere of meetings, decision-making habits, how problems are shared, and the cycle of feedback.
An organization as a complex adaptive system. Interactions and feedback between individual nodes, accompanied by nonlinearity and path dependence, give rise to emergence as an overall organizational pattern.
■ Four Characteristics of Organizations as Complex Adaptive Systems
1. Nonlinearity
Small remarks can lead to significant changes, while major initiatives may produce little change. In organizations, input and output do not have a simple proportional relationship.
2. Path Dependence
Past decisions, success experiences, failure experiences, power relationships, and implicit rules constrain current choices. Organizations operate not only in the 'present' but also carrying their past trajectory.
3. Emergence
Organizational patterns are not simply the sum of individual actions. Repeated interactions give rise to overall patterns that cannot be reduced to individuals.
4. Attractor
Organizations have stable states to which they tend to return over time, even when external forces act upon them. The atmosphere of meetings, decision-making styles, and reactions to problem-sharing can be observed as organizational attractors.
■ Positioning of Kauffman, Stacey, Prigogine, Bertalanffy
COS integrates multiple theoretical lineages of complex systems science into the context of organizational change.
Stuart Kauffman provides a framework for understanding how systems form stable states through the concepts of complex adaptive systems and attractors. The concept of organizational attractors in COS relies on this lineage.
Ralph Stacey offers a perspective that views organizations not as entities that can be completely controlled top-down, but as complex realities that emerge through interaction. COS's expression of 'increasing the probability of desirable transitions' rather than 'designing specific outcomes' is related to this epistemology.
DroR Inc. (Headquarters: Shibuya-ku, Tokyo; Representative Director: Makoto Yamanaka), a research and practice firm that observes and designs the 'invisible interaction structures' of organizations based on complex systems science and neuroscience, has published a paper in the international academic journal 'Frontiers in Psychology.' This paper presents the organizational view that organizations are complex adaptive systems, not machines, as the macro-theoretical foundation of Clinical Organizational Science (COS).
■ Fixed Definition of Clinical Organizational Science (COS)
Clinical Organizational Science (COS) integrates complex systems science, neuroscience, organizational psychology, and behavioral science to theorize the interaction structures that actively reproduce the stable states of organizations and provides a framework for intervening in these structures. COS views organizational change not as 'individual behavioral modification' but as 'the transition of organizational attractors,' and proposes Field Gradient Theory, Loop Conversion Design, and Neural Base Design as core techniques. It also suggests the concept of an 'emergence bridge' to connect individual habituation with organizational-level change.
■ Why Organizations Don't Change 'As Planned'
Many organizational change projects implicitly assume a mechanistic view of organizations. The belief is that if management decides on a policy, deploys it to departments, sets KPIs, and designs processes, the organization will move accordingly. This treats the organization like a machine composed of parts and a control system.
However, in real organizations, the same message is received differently by each department, the same system is operated differently by each team, and even after receiving the same training, behavior upon returning to the workplace varies. Small differences in wording can lead to significant reactions, while major systemic changes may produce little to no change.
COS understands such organizational behavior as a complex adaptive system.
■ What is a Complex Adaptive System?
A complex adaptive system refers to a system where numerous constituent elements interact with each other, and its overall behavior cannot be simply predicted from the individual elements. Weather, markets, traffic jams, ecosystems, and organizations can all be understood as complex adaptive systems.
In organizations, individuals, teams, departments, roles, business processes, past experiences, power relationships, and implicit norms all interact. As a result, overall patterns emerge, such as the atmosphere of meetings, decision-making habits, how problems are shared, and the cycle of feedback.
An organization as a complex adaptive system. Interactions and feedback between individual nodes, accompanied by nonlinearity and path dependence, give rise to emergence as an overall organizational pattern.
■ Four Characteristics of Organizations as Complex Adaptive Systems
1. Nonlinearity
Small remarks can lead to significant changes, while major initiatives may produce little change. In organizations, input and output do not have a simple proportional relationship.
2. Path Dependence
Past decisions, success experiences, failure experiences, power relationships, and implicit rules constrain current choices. Organizations operate not only in the 'present' but also carrying their past trajectory.
3. Emergence
Organizational patterns are not simply the sum of individual actions. Repeated interactions give rise to overall patterns that cannot be reduced to individuals.
4. Attractor
Organizations have stable states to which they tend to return over time, even when external forces act upon them. The atmosphere of meetings, decision-making styles, and reactions to problem-sharing can be observed as organizational attractors.
■ Positioning of Kauffman, Stacey, Prigogine, Bertalanffy
COS integrates multiple theoretical lineages of complex systems science into the context of organizational change.
Stuart Kauffman provides a framework for understanding how systems form stable states through the concepts of complex adaptive systems and attractors. The concept of organizational attractors in COS relies on this lineage.
Ralph Stacey offers a perspective that views organizations not as entities that can be completely controlled top-down, but as complex realities that emerge through interaction. COS's expression of 'increasing the probability of desirable transitions' rather than 'designing specific outcomes' is related to this epistemology.